When I became superintendent, I was in the unique position of hiring all my principals, assistant superintendents, and almost every district director. I inherited a district that has been experiencing high administrative turnover over the previous four years. In addition, when I became superintendent, it was apparent there was little to no structure in terms of hiring protocol for not only Cabinet members, but for assistant principals as well as department chairs. As a result, I worked with my outgoing interim Human Resources Director and my newly hired Human Resources Director to develop and implement a hiring protocol. The development of a hiring protocol enabled us to create a more inclusive stakeholder hiring practice as well as an HR on-boarding process. This also resulted in improved talent management for hiring educational leaders and the development of communities of practice for better supporting students and staff.

Talent Management